超市商品库存管理培训案例分析.pptVIP

库存周转的控制 （一）库存控制的指标 1，课别库存金额、库存周转； 2，部门库存金额、库存周转； 3，整个门店库存金额以及年库存周转的控制。 所有的指标以公司的预算指标为标准。 * This graph is also known as the 揝awtooth?graph as it shows a predictable flow of a DC抯 inventory. Inventory is highest immediately after receiving a shipment. Inventory is lowest immediately before receiving a shipment. There is a period between deliveries, known as 搊rder point? where the retailer must order product in time for that order to deliver prior to running out of inventory. * Cycle inventory is a very important concept to understand. It is within Cycle Inventory that you will analyze changes to sourcing locations (e.g.: RDC to Producing Plant; Removing a category from a multi-category ship site; etc.) Consider this: We used to ship Baking and Pringles together out of Jackson. We sold Baking. Therefore, customer抯 who ordered Pringles now had to purchase full trucks of Pringles vs. mixed trucks with Baking. This meant their average delivery size of Pringles increased. This caused an increase in their Cycle Inventory. As we say before, increases in inventory causes a reduction in cash flow厀hich is not a good thing. * The other key element of inventory is Safety Stock. Frankly, Safety Stock and Cycle Stock often run together from a 揷ausal?factor. For the purpose of this discussion, assume Safety and Cycle stock are separate and distinct chunks of Inventory. Calculating Safety Stock is an extremely complex process. Key thoughts for you to take away are: All major buying systems have an internal formula to calculate safety stock. Safety stock levels adjust during pre-determined time periods (e.g.: Weekly) as the variables used to calculate safety stock change. * Forward buying, under the right financial conditions, is a smart tactic for retailers to use. However, an appropriate analysis of all costs are critical prior to making a forward buy decision. * * These are some of the factors which impact the order size. * * Recognize there are many costs as